Bouncing Back after a Crisis: Lessons from Senior Management Team to Drive IS Resilience
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2021-01-05
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6712
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In this paper, we adopt Agency Theory and Weill and Ross’s IT Governance framework to examine the decision priorities of senior executives and board of directors in the context of IS resilience planning, which falls under the broader umbrella of IT governance. As identified in our earlier research, although research was conducted on the topics of organizational resilience, and IT governance, there is a gap in the literature with respect to IS resilience. In this study we have also test and expand the basic assumptions of Agency theory. We account a case study of the Jade Software Corporation, in which we use Q-methodology to develop a typology of decision priorities for IS resilience planning. Analysis revealed two types of decision makers, each representing a unique perspective of IS resilience. These types are discussed, along with implications of findings, a theoretical framework for IS resilience, and suggestions for future research.
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Topics in Organizational Systems and Technology, decision making, is planning, is resilience, it control, it governance, q-method, senior leadership team
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10 pages
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Proceedings of the 54th Hawaii International Conference on System Sciences
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Attribution-NonCommercial-NoDerivatives 4.0 International
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